POWERPOINT TITLE
Going Global In Learning: Partnering for Success
Maria O’Donoghue Director, Global Learning & Development The Hertz Corp
Marla Zarlenga Account Manager ACS Inc., a Xerox Company
“….to be the most customer focused, cost efficient vehicle and equipment rental company in every market we serve”.
In 2007, Hertz launched a strategy of efficiency which included process and supply chain improvement and implementation of outsourced programs.
Company Vision
Global L&D Transformation The People Dimension
Talent Management at Hertz
Talent Management Value Proposition— Impact on Business Results
Organizational L&D as a Critical Enabling Function
Vision To increase the competitive advantage and value of our
business by developing our people.
What L&D brings to the Business:
• One Global Learning Function.
• State of the Art programme delivery methods – leveraging technology.
• Aligning L&D Programmes to Performance Management – Know the Business!
• Partner with the business in being accountable for creating measurable business improvement.
• Operate as Performance Consultants. Diagnose problems and facilitate solutions.
Global L&D: The Value Proposition
• Target programs to strategic objectives
• Build capability and bench strength
• Grow talent • Promote a global, diverse
culture • Create global standards and
efficiencies • Support continuous
improvement • Position Hertz as “Employer
of choice” • Leverage the Hertz brand • Drive to a high-performance
culture
The Pre-2008 L&D Model
• Fifteen different training organizations globally
• L&D reported to Operations in the U.S., HR in Europe
• Multiple authors of training content
• Multiple sets of duplicate content
• Multiple suppliers
• Focus on Operational training; limited investment in Management Development
• Instructor-led training as main delivery channel
• Trainers utilization at 50 percent; performed administrative, content development and delivery tasks
• Lack of consistency and variable quality across each learning organization
Drivers to Outsource
• Transformation - could not achieve through incremental or internal change
• Efficiency—need to go from several, entity-based training organizations to one enterprise model of L&D, centralization of content development, administration, learning management, etc.
• Effectiveness—need for a global curriculum to create a consistent standard of L&D experience, including more effective quality assurance; drive to e-learning to better reach our dispersed workforce
Strategic Direction
• Global L&D increases strategic partnership role to the business and focuses more on organizational performance needs
• Outsourced Learning Services group manages the administrative and learning delivery components and supports organizational performance with industry best practices and knowledge
The Proposed Future State
Engage field leadership in the learning process
Increase management development learning opportunities
Offer more blended learning delivery across the organization (e.g., e-learning, on-the-job coaching, mentoring)
Create global curriculum for consistency in content and delivery
Quantify/measure the impact of learning on the organization in a consistent manner
Top-Down Learning Approach
Hertz/Outsource Partnership Solution
Global L&D Transformation Progress To Date
Key Milestones • Successfully transitioned and on-boarded Hertz
employees to ACS
• Established Global Governance Boards
• Established project management and financial reporting processes
• Built global New Hire Curriculum for key customer-facing field roles
• Built global Management Development Curriculum for Field Management
• Developed global Lean Sigma Curriculum for all employee categories
• Centralized administration globally
• Learning Management System go-live in U.S. July 09, Europe 2010.
• Achieved average 30% savings per annum globally
The Critical Role of Global Governance
• Learning Council and Learning Advisory Board ensures that learning is tightly integrated with the business at all levels:
• Learning Council approves learning strategy, sets priorities, sponsors key projects and approves budgets.
• Learning Advisory Board meets monthly to review project plans and provide input.
Global Management Development Curriculum
Middle Manager Senior Manager First Line Manager
Global Leadership
Communication Persuasive Business Speaking
Financial Management Financial Management & Business Metrics
Congratulations
Mentoring Leadership Essentials Coaching, Empowering Others, Managing Geographically Dispersed Teams, Creating
and Implementing the Business Plan & Leading Change
Operations Management Forecasting & Strategic Planning
Operations Management S&OP, Managing the Fleet, Operations
Management & Safety
Introduction to Leadership Performance Management, Interviewing,
Team Building & Leadership
Communication Effective Meetings and Communication &
Business Presentations
Customer Service & Sales Managing Customer Service, Sales
Management & Selling Skills
Financial Management Budget, Expense & Cash Management
Personal Effectiveness Decision Making, Time Management &
Computer Skills
Introduction to Management HR Policies, Transition to Management &
Welcome
Orientation Welcome & Congratulations
Global New Hire Curriculum
Our “Learning” to Date
• The key role of governance
• Executive sponsorship of curricula
• Think and operate globally
• Managing across oceans and time zones
• Outsource partnership—working as one team
• Change Management—communication is key!
• Quantitative vs. qualitative thinking and reporting (facts, data, analysis)
• Crucial role of subject matter experts from the business
• Rome wasn’t built in a day—patience!
• None of us is as smart as all of us—the value of teamwork
Major Challenges still out there……….
• Technology Limitations – Bandwidth issues – Access to PCs at branch level – Security concerns regarding informal learning tools
(YouTube, Wiki, Twitter, etc.)
• Change management : – Move to e-learning
– Move from “order takers” to Performance Consultants – Move to running training more like a business – Discipline - “don’t tell us on Friday and expect it on
Monday!!”
• Cost of customisation for language and culture
• Discipline of proving Return on Investment to business
Your Questions?
Why ACS? • Experience in
the market place
• Cultural compatibility
• Flexibility
• Responsiveness to Hertz’s needs
• Thought leadership
• Quality account management
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